Delivering an employee experience in the digital age requires more than just thinking about what employees need tomorrow. It requires thinking broader by exploring and adopting practices from other functions and industries; it requires thinking deeper by continuously challenging conventions by asking why strategies work and how practices succeed; it requires thinking longer by understanding not just the impact of the future digital age but also your own past - and what made you successful
Thinking Differently Series
The digital age has lowered barriers to entry and unleashed a torrent of disruptive forces. Breaking conventions is now the norm - and HR needs to follow suit. Leading people practices cannot simply be curated from other HR departments. Leaders need to think differently by asking: how can your sales team help HR develop unique employee experiences?; how can your product development team help HR build world class, integrated people programs.
Making Human Capital Decisions Series
The digital age has forever altered our need for speed, transparency, predictability and agility. These forces, and the trends to follow, will continue to dramatically impact customer, employer and employee expectations. Human capital decisions need to operate in a different realm now -- and build the governance, culture and programs to enable a new decision making paradigm
What Do We Do with All the Data
The ubiquitous integrated HR systems, the emergence of analytics platforms combined with the flood of discrete engagement, performance, learning and talent management systems has helped bring tremendous insights about employees. The key questions that now emerge are: what do leaders, managers and employees now do with all that data? and how do I make decisions and solve issues to improve performance?